In mid-2015, Micromax was poised to become the first unicorn of the Indian handset space with an equity deal with Alibaba almost in the bag. It was already the largest Indian player, and close to upstaging Korea’s Samsung as India’s top smartphone player. But neither happened, leaving the company without the much-needed cash to prepare it for what was about

Some Features are not available in your region.

You have limited access to archive

You are currently on the quarterly membership plan which gives you access to 3 months of archives.This story is older than 3 months.

Subscribe to ET Prime

Insight-rich storytelling you won't find elsewhere by the finest team of business writers

Experience EconomicTimes.com with minimal ads

Access 1200+ stories from our archives

trial period + Free Cancellation within trial period

Please note: By subscribing with Google you will be billed in your local currency.

this month. “We must remember that Micromax was one of the pioneers of bringing smartphones at very affordable price points for several quarters during 2014 and 2015, close on the heels of perennial market leader Samsung.… Maybe, it can pivot its focus now to new solutions for the new-age consumer,” IDC’s Singh says. “We have to wait and see.”

In mid-2015, Micromax was poised to become the first unicorn of the Indian handset space with an equity deal with Alibaba almost in the bag. It was already the largest Indian player, and close to upstaging Korea’s Samsung as India’s top smartphone player. But neither happened, leaving the company without the much-needed cash to prepare it for what was about

Read the full article now

Insight-rich storytelling you won't find elsewhere by the finest team of business writers
Great conversations among an elite community of opinion leaders

A great reading experience across all your devices
Exclusive access to members-only events

this month. “We must remember that Micromax was one of the pioneers of bringing smartphones at very affordable price points for several quarters during 2014 and 2015, close on the heels of perennial market leader Samsung.… Maybe, it can pivot its focus now to new solutions for the new-age consumer,” IDC’s Singh says. “We have to wait and see.”

The latest from ET Prime is now on Telegram. To subscribe to our Telegram newsletter click here.

Subscribe to ET Prime

Insight-rich storytelling you won't find elsewhere by the finest team of business writers

Experience EconomicTimes.com with minimal ads

Access 1200+ stories from our archives

trial period + Free Cancellation within trial period

Please note: By subscribing with Google you will be billed in your local currency.

Gift this story

YOU CAN GIFT 0 MORE STORIES THIS MONTH

Enter Email of the Receiver:

Maximum 10 Email IDs allowed

Message:

300 characters remaining

Gift Sent Successfully

Limit Reached

You’ve gifted all the 0 articles from your monthly gift bucket!

Please come back next month.

0 more articles will be waiting for you in your gift bucket.

CONTRIBUTORS WHO HAVE COMMENTED ON THIS STORY

test

Current Edition

As alcohol consumption among millennials grows feeble, AB InBev and UB Group, the country's beer-market leaders, have been steadily pushing their non- and low-alcoholic beer brands through grocery-retail channels. Time for India’s soft-drinks market to brace for stiff competition.

The Brihanmumbai Municipal Corporation has taken a slew of measures to contain the spread of Covid-19 but has seen little success, as the virus has found its way into the city’s breeding ground — its slums and chawls. And with the monsoons approaching, Mumbai faces a tough healthcare battle.

The need for a detailed, unbiased study of the implications and effectiveness of the technology-led pushback on Covid-19 is real and immediate. This compilation of data around the extent of the reliance on technology is a beginning.

Contrary to the perception that higher stimulus will lead to an unsustainable debt burden, the reality might be just the opposite. By triggering growth, a debt-funded stimulus enables higher revenues for the government, reducing the size of borrowing programmes. The ideal strategy for the Modi government would be a direct and targeted stimulus funded by lower-yielding debt.

Bosch’s cautious embrace of e-mobility tells a story relevant to all power-train suppliers. The window of opportunity is going to shrink as power-train combinations in EVs are a fraction of what is used in traditional vehicles. To make EVs affordable, big automakers are going for in-house engineering and technology. However, smaller manufacturers may still rely on large suppliers.